|Module / ECTS / Path / Specialisation||Module :Strategic Human Resource Management : 3 ECTS.|
|Open for visitors||yes (3 ECTS)|
|Working language :||English|
|Volume of contact hours :||20 h|
|Workload to be expected by the student :||60 h|
Track : Attendance
|LEARNING GOAL 1 : Students will master state-of-the-art knowledge and tools in management fields in general, as well as in areas specific to the specialized field of management.|
|Students will identify a business organization’s operational and managerial challenges in a complex and evolving environment.|
|Students will understand state-of-the-art management concepts and tools and use them appropriately.|
|LEARNING GOAL 2 : Students will develop advanced-level managerial skills.|
|Students will work collaboratively in a team.|
|Students will participate in a decision-making process in a critical way.|
|Students will communicate ideas effectively, both orally and in writing, in a business context.|
This course is an introduction and a general outline of the topic. It aims to provide students with an overview of Human Resource Management (HRM) and its challenges in an international context. Students who wish to deepen their knowledge and specialize in the field of HRM will have to complete additional courses or to request additional readings.
We will adopt several approaches but particularly that of a general manager and focus primarily on how to think strategically about the main aspects of managing the organization’s human assets in businesses. In this context, it is more and more each manager’s responsibility to make decisions regarding issues such as recruitment, training or appraisal. Therefore, it is the aim of this course to provide students with a better understanding of accurate and appropriate HRM practices in order to allow people to succeed in their roles as well as to contribute to firm performance and to make employees satisfied at work.
- Discuss some possibilities and problems regarding the choice and implementation of HRM strategies in organizations
- Demonstrate a knowledgeable understanding of HRM concepts
- Question and evaluate the impacts of HR policies
- Analyze and Diagnose the HR policy of a company and discuss its link with the business strategy
Chapter 1: Fundamentals in Human Resource Management Strategy
Chapter 2: Develop and Implement HR policies for business strategy : best fit vs. best practices
Chapter 3: International HR strategy
Chapter 4: The social Mix Grid (1): HR policy & Employment practices
Chapter 5: The social Mix Grid (2): Compensation and rewards programs
Chapter 6: The social Mix Grid (3 & 4): Human Resource Development and Participation
Basics in Management
Baron, J. N. & Kreps, D. M. (1999). Strategic Human Resources, frameworks for general managers, John Wiley & Sons
Dessler G. (2007). Human Resource Management, Pearson Education (11th edition)
Chris Rees, Tony Edwards, 2010, International Human Resource Management Globalization, National Systems and Multinational Companies, 2nd Edition, Nov 2010
Articles: (in-class readings)
Watson, T. J., (2004), “HRM and Critical Social Science Analysis”, Journal of Management Studies, Vol 14, No 3, pp. 447-467
Lawler, E.E., & Mohrman, S.A. (2003). HR as a strategic partner: What does it take to make it happen?
Human Resource Planning, 26(3), 15-29.
Pfeffer, J., & Veiga, J.F. (1999). “Putting people first for organizational success.” Academy of Management Executive, Vol 13, No 2), 37-48.
Lawler, E.E. (2009). Make human capital a source of competitive advantage. Organizational Dynamics, 38(1), 1-7.
Farndale, E., & Paauwe, J. (2005). The role of corporate HR functions in multinational corporations: The interplay between corporate, regional/national and plant level.
Shen, J. and Edwards, V. (2004) ‘Recruitment and selection in Chinese MNEs.’ International Journal of Human Resource Management, 15 (4): 814-835
Bloom, M., Milkovich, G. T., & Mitra, A. (2003), “International compensation: learning from how managers respond to variations in local host contexts”, International Journal of Human Resource Management, Vol 14, pp. 1350-1367
Davoine, E., & Ravasi,C., (2013), The relative stability of national career patterns in European top management careers in the age of globalisation: A comparative study in France/Germany/Great Britain and Switzerland, European Management Journal,Vol 31, No 2 (April 2013), pp. 152-163
Dany, F., Guedri, Z., Hatt, F. (2008), “New insights into the link between HRM integration and organizationa lperformance: the moderating role of influence distribution between HRM specialists and line managers”, The International Journal of Human Resource Management, Vol 19, No 11, pp. 2095-2112.
Delery, J., Doty, H., (1996), “Modes of theorizing in strategic Human Resource Management: Tests of Universalistic, Contingency and Configurational performance predictions”, Academy of management Journal, Vol 39 No 4, pp. 802-832
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... may lead to expulsion from classes.